Tricia Vilkinas
Biographic Data
| ID | 1706677 |
|---|---|
| NAME | Tricia Vilkinas |
| GIVEN NAMES | Tricia |
| FAMILY NAME | Vilkinas |
| SIGNATURE | VILKINAS T |
| AFFILIATIONS | University of South Australia |
| VERIFIED | No |
| TOTAL WORKS | 5 |
| TOTAL CITATIONS | 2 |
| WORKS AS AUTHOR | 5 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 1993 |
| LATEST PUBLICATION YEAR | 2011 |
| H-INDEX | 1 |
Leadership behaviour displayed by heads of school - its extent and importance
This paper reports results of analyses of data from an online 360° feedback survey with 19 heads of school, 23 line managers and 120 significant others (peers, academic staff and administrative staff) from Australian universities. It focuses on the heads' effectiveness, and the extent and importance of several leadership roles. A series of repeated measures analyses of variance that examined the differences between the heads' of school self-perce…
Executive leadership roles in the Australian Public Service
Current and future public sector executive leadership role demands are explored from a competing values perspective, using roles previously identified with a private sector population. The roles identified were vision setter, motivator, analyser and task master. The results of a 4×2×4×2 MANOVA indicated that there were significant results for the main factors of leadership roles and time and also for the interaction of these two factors. There we…
The gender factor in management
Robert Quinn's competing values framework identified eight managerial roles that managers must display if they are to be effective. The eight roles are innovator, broker, producer, director, co‐ordinator, monitor, facilitator and mentor. In this study 509 managers, 127 of whom were females, responded to a survey exploring the extent to which they displayed each of Quinn's managerial roles. Each managers' staff were asked to respond to the questio…
How different are the roles displayed by female and male managers
Describes a 1988 study by Quinn which identified eight managerial roles that managers must display if they are to be effective. The eight roles are innovator, broker, producer, director, co‐ordinator, monitor, facilitator and mentor. Reports on the present study where 149 managers, of which 35 per cent were females, responded to a survey exploring the extent to which they displayed each of Quinn’s managerial roles. The self‐perceptions of all man…
Competences of Australian Women in Management
Focuses on women managers and the competences which they need, if they are to be effective managers. Also addresses the question whether effective male and female managers need different competences. Finally, looks to the future for the competences required of effective managers in the twenty‐first century
Leadership behaviour displayed by heads of school - its extent and importance
This paper reports results of analyses of data from an online 360° feedback survey with 19 heads of school, 23 line managers and 120 significant others (peers, academic staff and administrative staff) from Australian universities. It focuses on the heads' effectiveness, and the extent and importance of several leadership roles. A series of repeated measures analyses of variance that examined the differences between the heads' of school self-perce…
Competences of Australian Women in Management
Focuses on women managers and the competences which they need, if they are to be effective managers. Also addresses the question whether effective male and female managers need different competences. Finally, looks to the future for the competences required of effective managers in the twenty‐first century
How different are the roles displayed by female and male managers
Describes a 1988 study by Quinn which identified eight managerial roles that managers must display if they are to be effective. The eight roles are innovator, broker, producer, director, co‐ordinator, monitor, facilitator and mentor. Reports on the present study where 149 managers, of which 35 per cent were females, responded to a survey exploring the extent to which they displayed each of Quinn’s managerial roles. The self‐perceptions of all man…
The gender factor in management
Robert Quinn's competing values framework identified eight managerial roles that managers must display if they are to be effective. The eight roles are innovator, broker, producer, director, co‐ordinator, monitor, facilitator and mentor. In this study 509 managers, 127 of whom were females, responded to a survey exploring the extent to which they displayed each of Quinn's managerial roles. Each managers' staff were asked to respond to the questio…
Executive leadership roles in the Australian Public Service
Current and future public sector executive leadership role demands are explored from a competing values perspective, using roles previously identified with a private sector population. The roles identified were vision setter, motivator, analyser and task master. The results of a 4×2×4×2 MANOVA indicated that there were significant results for the main factors of leadership roles and time and also for the interaction of these two factors. There we…
Leadership behaviour displayed by heads of school - its extent and importance
This paper reports results of analyses of data from an online 360° feedback survey with 19 heads of school, 23 line managers and 120 significant others (peers, academic staff and administrative staff) from Australian universities. It focuses on the heads' effectiveness, and the extent and importance of several leadership roles. A series of repeated measures analyses of variance that examined the differences between the heads' of school self-perce…
Business (4 works) · Psychology (4 works) · Political science (3 works) · Public relations (3 works) · Social Psychology (3 works) · Accounting and Organizational Management (2 works) · Economics (2 works) · Family Business Performance and Succession (2 works) · Gender Diversity and Inequality (2 works) · Perception (2 works)